Uncertainty avoidance

Discussion 6-2

Hofstede informs us, “Uncertainty avoidance deals with a society’s tolerance for uncertainty and ambiguity. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations. Unstructured situations are novel, unknown, surprising, and different from usual. People in uncertainty avoiding countries are more emotional, and motivated by inner nervous energy. The opposite type, uncertainty accepting cultures, are more tolerant of opinions different from what they are used to; they try to have as few rules as possible, and on the philosophical and religious level they are relativist and allow many currents to flow side by side. People within these cultures are more phlegmatic and contemplative, and not expected by their environment to express emotions” (http://www.geerthofstede.nl/dimensions-of-national-cultures)

1. How does uncertainty avoidance surface in organizations? Questions to consider: What role does a leader’s culture, belief system, values, and style preferences play in a leader’s propensity toward Uncertainty Avoidance when leading and managing others?

2. Reflect on your personal national/cultural origin. How is your culture defined from the Uncertainty Avoidance dimension framework? (United States)

3. Next, share Uncertainty Avoidance findings on the country you selected to research during this course. PLEASE REMEMBER THE COUNTRY MUST BE ONE INCLUDED IN EITHER HOFSTEDE’S OR GLOBE RESEARCH STUDIES. Refer first Hofstede’s work (you may wat to visit Kwintessential website as a possible source, and refer to this week’s required readings and Blackboard collaborate week 2 recording) and also refer to the GLOBE research to help you complete this DQ. (Israel is the country)

4. What behaviors might be displayed in the context of this dimension from the country you selected to research? What is the leadership implication?